Effective supply chain management (SCM) has become a potentially valuable way of securing competitive advantage and improving organizational performance since competition is no longer between organizations, but among supply chains. This research conceptualizes and develops five dimensions of SCM practice (strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing, and postponement) and tests the relationships between SCM practices, competitive advantage, and organizational performance. Data for the study were collected from 196 organizations and the relationships proposed in the framework were tested using structural equation modeling. The results indicate that higher levels of SCM practice can lead to enhanced competitive advantage and improved organizational performance. Also, competitive advantage can have a direct, positive impact on organizational performance.

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The impact of supply chain management practices on competitive advantage and organizational performance

https://link.springer.com/content/pdf/10.1057%2Fjibs.1990.10.pdf

Managing across Borders: The Transnational Solution

Supply chain management (SCM) has been considered as the most popular operations strategy for improving organizational competitiveness in the twenty-first century. In the early 1990s, agile manufacturing (AM) gained momentum and received due attention from both researchers and practitioners. In the mid-1990s, SCM began to attract interest. Both AM and SCM appear to differ in philosophical emphasis, but each complements the other in objectives for improving organizational competitiveness. For example, AM relies more on strategic alliances/partnerships (virtual enterprise environment) to achieve speed and flexibility. But the issues of cost and the integration of suppliers and customers have not been given due consideration in AM. By contrast, cost is given a great deal of attention in SCM, which focuses on the integration of suppliers and customers to achieve an integrated value chain with the help of information technologies and systems. Considering the significance of both AM and SCM for firms to improve their performance, an attempt has been made in this paper to analyze both AM and SCM with the objective of developing a framework for responsive supply chain (RSC). We compare their characteristics and objectives, review the selected literature, and analyze some case experiences on AM and SCM, and develop an integrated framework for a RSC. The proposed framework can be employed as a competitive strategy in a networked economy in which customized products/services are produced with virtual organizations and exchanged using e-commerce.

/pdf/responsive-supply-chain-a-competitive-strategy-in-a-3e1rek52ig.pdf

Responsive supply chain : A competitive strategy in a networked economy

Performance measures and metrics are essential for effectively managing logistics operations, particularly in a competitive global economy. The global economy is featured with global operations, outsourcing and supply chain and e-commerce. The real challenge for managers of this new enterprise environment is to develop suitable performance measures and metrics to make right decisions that would contribute to an improved organizational competitiveness. Now the question is whether traditional performance measures can be used and out of them which ones should be given priority for measuring the performance in a new enterprise environment. Some of the traditional measures and metrics may not be suitable for the new environment wherein many activities are not easily identifiable. Measuring intangibles and nonfinancial performance measures pose the greater challenge in the so-called knowledge economy. Nevertheless, measuring them is so critical for the successful operations of companies in this environment. Con...

Performance measures and metrics in logistics and supply chain management: a review of recent literature (1995–2004) for research and applications

This study was supported by the EPSRC project ‘Business Models for Sustainable Industrial Systems’ (grant no EP/L019914/1) and the EPSRC Centre for Innovative Manufacturing in Industrial Sustainability (grant no EP/I033351/1).

https://onlinelibrary.wiley.com/doi/pdf/10.1002/bse.1939

Business Model Innovation for Sustainability: Towards a Unified Perspective for Creation of Sustainable Business Models

The purpose of this paper is to analyze manufacturing networks and supply chains from an operations strategy perspective. These two areas have traditionally been treated as separate research tracks, but with the ongoing globalization of markets and operations there is a need to integrate these complementary disciplines to study networks of facilities. In this paper we examine the two research areas based on two structural decision categories in an operations strategy, viz. facilities and vertical integration. We present a typology for the analysis of network systems resulting in four basic network configurations. Coordination of activities within the network is contingent upon the configuration, thus resulting in four coordination approaches. The configuration and coordination analyzes can be used as a foundation for further research in the context of integrating manufacturing network and supply chain theory.

/pdf/manufacturing-networks-and-supply-chains-an-operations-wvjwot3nxz.pdf

Manufacturing networks and supply chains : An operations strategy perspective

https://isiarticles.com/bundles/Article/pre/pdf/10639.pdf

Long-term capacity management: Linking the perspectives from manufacturing strategy and sales and operations planning

In recent years the customer order decoupling point (CODP) has gained increased acceptance as an important concept when organizing value-adding activities in production and logistics The CODP, which is defined as the point in the value-adding material flow that separates decisions made under uncertainty from decisions made under certainty concerning customer demand, is however normally only used for production- and distribution- related activities Here we adjust the typical CODP typology and show how the engineering resources can be integrated with the production process so as to take the features of mass customization environments into account This paper also examines existing mass customization frameworks and offers a more thorough and nuanced typology for classifying various levels of mass customization Finally, the adjusted CODP typology is used as a foundation for developing a reliable order promise process for mass customizers

Mass customization in terms of the customer order decoupling point

Purpose – Traditionally the customer order decoupling point (CODP) has focused mainly on the separation of production performed on speculation from commitment to customer orders. Engineering has, w ...

Integrating production and engineering perspectives on the customer order decoupling point

This paper presents a concept that describes how companies can manage their international operations so as to facilitate the coordination of their manufacturing networks. The research presented originates from a model that was developed at the Swedish telecommunications company Ericsson in the mid-1990s, but has since then been further elaborated. More specifically, the purpose of this paper is to show how Ericsson Radio Systems incorporated the recent research on manufacturing networks found in literature in their global operations strategy, and to present the conceptual model that was the result of these efforts. The conceptual model described in this paper focuses on the blending of cost competitiveness, flexibility, and innovativeness; a combination termed the “transnational solution” in the literature. In addition to a literature review on manufacturing networks and global operations and the proposed conceptual model, the paper also contains a case illustration showing how Ericsson has implemented a version of the conceptual model so that their global operations strategy realizes the transnational solution.

https://isiarticles.com/bundles/Article/pre/pdf/13379.pdf

Martin Rudberg

Papers

Manufacturing networks and supply chains : An operations strategy perspective

Long-term capacity management: Linking the perspectives from manufacturing strategy and sales and operations planning

Mass customization in terms of the customer order decoupling point

Integrating production and engineering perspectives on the customer order decoupling point

Global operations strategy : Coordinating manufacturing networks